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A Firm s System of Quality Control 3261 QC Section 10 A Firm s System of Quality Control (Supersedes SQCS No. 7.) Source: SQCS No. 8. Effective date: Applicable to a CPA firm s system of quality control for its accounting and auditing practice as of January 1, 2012. Introduction Scope of This Section.01 This section addresses a CPA firm's responsibilities for its system of quality control for its accounting and auditing practice. This section is to be read in conjunction with the AICPA Code of Professional Conduct and other relevant ethical requirements..02 This section, although applicable to audit and attestation engagements performed by CPA firms in accordance with Government Auditing Standards, does not apply to government audit organizations. Instead, those government audit organizations are subject to the quality control and assurance requirements of Government Auditing Standards, which are similar to those of this section..03 Other professional standards set out additional requirements and guidance on the responsibilities of firm personnel regarding quality control procedures for specific types of engagements. AU-C section 220, * Quality Control for an Engagement Conducted in Accordance With Generally Accepted Auditing Standards, for example, addresses quality control procedures for engagements conducted in accordance with generally accepted auditing standards. [Revised, October 2011, to reflect conforming changes necessary due to the issuance of SAS No. 122.].04 A system of quality control consists of policies designed to achieve the objective set out in paragraph.12 and the procedures necessary to implement and monitor compliance with those policies. Authority of the SQCSs.05 This section applies to all CPA firms with respect to engagements in their accounting and auditing practice. The nature and extent of the policies and procedures developed by an individual firm to comply with this section will depend on various factors, such as the size and operating characteristics of the firm and whether it is part of a network. * Statement on Auditing Standards (SAS) No. 122, Statements on Auditing Standards: Clarification and Recodification, contains "AU-C" section numbers instead of "AU" section numbers. "AU-C" is a temporary identifier to avoid confusion with references to existing "AU" sections, which remain effective through 2013. The "AU-C" identifier will revert to "AU" in 2014, by which time SAS No. 122 becomes fully effective for all engagements. [Footnote added, October 2011, to reflect conforming changes necessary due to the issuance of SAS No. 122.] QC 10.05
3262 Quality Control.06 Statements on Quality Control Standards (SQCSs) contain the objective of the firm in following the SQCSs and requirements designed to enable the firm to meet that stated objective. In addition, SQCSs contain related guidance in the form of application and other explanatory material, as discussed further in paragraph.09, and introductory material that provides context relevant to a proper understanding of the SQCSs and definitions..07 The objective provides the context in which the requirements of SQCSs are set and is intended to assist the firm in the following: Understanding what needs to be accomplished Deciding whether more needs to be done to achieve the objective.08 SQCSs use two categories of professional requirements, identified by specific terms, to describe the degree of responsibility they impose on firms, as follows: Unconditional requirements. The firm is required to comply with an unconditional requirement in all cases in which such a requirement is relevant. SQCSs use the word must to indicate an unconditional requirement. Presumptively mandatory requirements. The firm is also required to comply with a presumptively mandatory requirement in all cases in which such a requirement is relevant; however, in rare circumstances, the firm may depart from a presumptively mandatory requirement, provided that the firm documents the justification for the departure and how the alternative policies established, or procedures performed, in the circumstances were sufficient to achieve the objectives of the presumptively mandatory requirement. SQCSs use the word should to indicate a presumptively mandatory requirement. If an SQCS provides that a procedure or action is one that the firm "should consider," the consideration of the procedure or action is presumptively required, whereas carrying out the procedure or action is not. The professional requirements of an SQCS are to be understood and applied in the context of the explanatory material that provides guidance for their application..09 When necessary, the application and other explanatory material provides further explanation of the requirements and guidance for carrying them out. In particular, it may explain more precisely what a requirement means or is intended to cover. include examples of policies and procedures that may be appropriate in the circumstances. The words may, might, and could, among others, are used to describe these actions and procedures. Although such guidance does not, in itself, impose a requirement, it is relevant to the proper application of the requirements. The application and other explanatory material may also provide background information on matters addressed in SQCSs. When appropriate, additional considerations specific to governmental entities or smaller firms are included within the application and other explanatory material. These additional considerations assist in the application of the requirements in SQCSs. They do not, however, limit or reduce the responsibility of the firm to apply and comply with the requirements in SQCSs..10 SQCSs include, under the heading "Definitions," a description of the meanings attributed to certain terms for purposes of the SQCSs. These are QC 10.06
A Firm s System of Quality Control 3263 provided to assist in the consistent application and interpretation of SQCSs and are not intended to override definitions that may be established for other purposes, whether in law, regulation, or otherwise. The AU-C glossary contains a complete listing of terms defined in this section. It also includes descriptions of other terms found in this section to assist in common and consistent interpretation. [Revised, October 2011, to reflect conforming changes necessary due to the issuance of SAS No. 122.] Effective Date.11 The provisions of this section are applicable to a CPA firm's system of quality control for its accounting and auditing practice as of January 1, 2012. Objective.12 The objective of the firm is to establish and maintain a system of quality control to provide it with reasonable assurance that a. the firm and its personnel comply with professional standards and applicable legal and regulatory requirements and b. reports issued by the firm are appropriate in the circumstances. Definitions.13 For purposes of SQCSs, the following terms have the meanings attributed as follows: Accounting and auditing practice. A practice that performs engagements covered by this section, which are audit, attestation, compilation, review, and any other services for which standards have been promulgated by the AICPA Auditing Standards Board (ASB) or the AICPA Accounting and Review Services Committee (ARSC) under Rule 201, General Standards (ET sec. 201 par..01), or Rule 202, Compliance With Standards (ET sec. 202 par..01), of the AICPA Code of Professional Conduct. Although standards for other engagements may be promulgated by other AICPA technical committees, engagements performed in accordance with those standards are not encompassed in the definition of an accounting and auditing practice. Engagement documentation. The record of the work performed, results obtained, and conclusions that the practitioner reached (also known as working papers or workpapers). Engagement partner. The partner or other person in the firm who is responsible for the engagement and its performance and for the report that is issued on behalf of the firm and who, when required, has the appropriate authority from a professional, legal, or regulatory body. Engagement quality control review. A process designed to provide an objective evaluation, before the report is released, of the significant judgments the engagement team made and the conclusions it reached in formulating the report. The engagement quality control review process is only for those engagements, if any, for which the firm has determined that an engagement quality control review is required, in accordance with its policies and procedures. Engagement quality control reviewer. A partner, other person in the firm, suitably qualified external person, or team made up of such individuals, none of whom is part of the engagement team, with sufficient and QC 10.13
3264 Quality Control appropriate experience and authority to objectively evaluate the significant judgments that the engagement team made and the conclusions it reached in formulating the report. Engagement team. All partners and staff performing the engagement and any individuals engaged by the firm or a network firm who perform procedures on the engagement. This excludes external specialists engaged by the firm or a network firm. 1 Firm. A form of organization permitted by law or regulation whose characteristics conform to resolutions of the Council of the AICPA and that is engaged in the practice of public accounting. Inspection. A retrospective evaluation of the adequacy of the firm's quality control policies and procedures, its personnel's understanding of those policies and procedures, and the extent of the firm's compliance with them. Inspection includes a review of completed engagements. Monitoring. A process comprising an ongoing consideration and evaluation of the firm's system of quality control, including inspection or a periodic review of engagement documentation, reports, and clients' financial statements for a selection of completed engagements, designed to provide the firm with reasonable assurance that its system of quality control is designed appropriately and operating effectively. Network. An association of entities, as defined in ET section 92, Definitions. Network firm. A firm or other entity that belongs to a network, as defined in ET section 92. Partner. Any individual with authority to bind the firm with respect to the performance of a professional services engagement. For purposes of this definition, partner may include an employee with this authority who has not assumed the risks and benefits of ownership. Firms may use different titles to refer to individuals with this authority. Personnel. Partners and staff. Professional standards. Standards promulgated by the ASB or ARSC under Rules 201 or 202 of the AICPA Code of Professional Conduct, or other standards-setting bodies that set auditing and attest standards applicable to the engagement being performed and relevant ethical requirements. Reasonable assurance. In the context of this section, a high, but not absolute, level of assurance. Relevant ethical requirements. Ethical requirements to which the firm and its personnel are subject, which consist of the AICPA Code of Professional Conduct together with rules of applicable state boards of accountancy and applicable regulatory agencies that are more restrictive. Staff. Professionals, other than partners, including any specialists that the firm employs. Suitably qualified external person. An individual outside the firm with the competence and capabilities to act as an engagement partner (for example, a partner of another firm). 1 Paragraph.06 of AU-C section 620, Using the Work of an Auditor's Specialist, defines the term auditor's specialist. [Footnote revised, October 2011, to reflect conforming changes necessary due to the issuance of SAS No. 122.] QC 10.13
A Firm s System of Quality Control 3265 [Revised, October 2011, to reflect conforming changes necessary due to the issuance of SAS No. 122.] Requirements Applying and Complying With Relevant Requirements.14 Personnel within the firm responsible for establishing and maintaining the firm's system of quality control should have an understanding of the entire text of this section, including its application and other explanatory material, to understand its objective and apply its requirements properly..15 The firm should comply with each requirement of this section unless, in the circumstances of the firm, the requirement is not relevant to the services provided by a firm's accounting and auditing practice. (Ref: par..a1).16 The requirements are designed to enable the firm to achieve the objective stated in this section. The proper application of the requirements is, therefore, expected to provide a sufficient basis for the achievement of the objective. However, because circumstances vary widely and all such circumstances cannot be anticipated, the firm should consider whether there are particular matters or circumstances that require the firm to establish policies and procedures in addition to those required by this section to meet the stated objective. Elements of a System of Quality Control.17 The firm must establish and maintain a system of quality control. The system of quality control should include policies and procedures addressing each of the following elements: a. Leadership responsibilities for quality within the firm (the tone at the top) b. Relevant ethical requirements c. Acceptance and continuance of client relationships and specific engagements d. Human resources e. Engagement performance f. Monitoring Policies and procedures established by the firm related to each element are designed to achieve reasonable assurance with respect to the purpose of that element. Deficiencies in policies and procedures for an element may result in not achieving reasonable assurance with respect to the purpose of that element; however, the system of quality control as a whole may still be effective in achieving the objective described in paragraph.12..18 The firm should document its policies and procedures and communicate them to the firm's personnel. (Ref: par..a2.a3) Leadership Responsibilities for Quality Within the Firm.19 The firm should establish policies and procedures designed to promote an internal culture based on the recognition that quality is essential in performing engagements. Such policies and procedures should require the firm's leadership (managing partner or board of managing partners, CEO, or equivalent) to assume ultimate responsibility for the firm's system of quality control. (Ref: par..a4.a5) QC 10.19
3266 Quality Control.20 The firm should establish policies and procedures designed to provide it with reasonable assurance that any person or persons assigned operational responsibility for the firm's system of quality control by the firm's leadership has sufficient and appropriate experience and ability, and the necessary authority, to assume that responsibility. (Ref: par..a6) Relevant Ethical Requirements.21 The firm should establish policies and procedures designed to provide it with reasonable assurance that the firm and its personnel comply with relevant ethical requirements. (Ref: par..a7.a9) Independence.22 The firm should establish policies and procedures designed to provide it with reasonable assurance that the firm; its personnel; and, when applicable, others subject to independence requirements (including network firm personnel) maintain independence when required by relevant ethical requirements. Such policies and procedures should enable the firm to a. communicate its independence requirements to its personnel and, when applicable, others subject to them and b. identify and evaluate circumstances and relationships that create threats to independence and to take appropriate action to eliminate those threats or reduce them to an acceptable level by applying safeguards or, if considered appropriate, to withdraw from the engagement when withdrawal is possible under applicable law or regulation..23 Such policies and procedures should require a. engagement partners to provide the firm with relevant information about client engagements, including the scope of services, to enable the firm to evaluate the overall effect, if any, on independence requirements; b. personnel to promptly notify the firm of circumstances and relationships that create a threat to independence so that appropriate action can be taken; and c. the accumulation and communication of relevant information to appropriate personnel so that i. the firm and its personnel can readily determine whether they satisfy independence requirements, ii. the firm can maintain and update information relating to independence, and iii. the firm can take appropriate action regarding identified threats to independence that are not at an acceptable level..24 The firm should establish policies and procedures designed to provide it with reasonable assurance that it is notified of breaches of independence requirements and to enable it to take appropriate actions to resolve such situations. The policies and procedures should include requirements for a. personnel to promptly notify the firm of independence breaches of which they become aware; b. the firm to promptly communicate identified breaches of these policies and procedures to i. the engagement partner who, with the firm, needs to address the breach and QC 10.20
A Firm s System of Quality Control 3267 ii. other relevant personnel in the firm and, when appropriate, the network and those subject to the independence requirements who need to take appropriate action; and c. prompt communication to the firm, if necessary, by the engagement partner and the other individuals referred to in subparagraph (b)(ii) of the actions taken to resolve the matter so that the firm can determine whether it should take further action..25 At least annually, the firm should obtain written confirmation of compliance with its policies and procedures on independence from all firm personnel required to be independent by the requirements set forth in Rule 101, Independence (ET sec. 101 par..01), and its related interpretations and rulings of the AICPA Code of Professional Conduct and the rules of state boards of accountancy and applicable regulatory agencies. (Ref: par..a10).26 The firm should establish policies and procedures for all audit or attestation engagements for which regulatory or other authorities require the rotation of personnel after a specified period, in compliance with such requirements. Acceptance and Continuance of Client Relationships and Specific Engagements.27 The firm should establish policies and procedures for the acceptance and continuance of client relationships and specific engagements, designed to provide the firm with reasonable assurance that it will undertake or continue relationships and engagements only when the firm a. is competent to perform the engagement and has the capabilities, including time and resources, to do so; (Ref: par..a11) b. can comply with legal and relevant ethical requirements; and c. has considered the integrity of the client and does not have information that would lead it to conclude that the client lacks integrity. (Ref: par..a12.a13).28 Such policies and procedures should a. require the firm to obtain such information as it considers necessary in the circumstances before accepting an engagement with a new client, when deciding whether to continue an existing engagement, and when considering acceptance of a new engagement with an existing client. (Ref: par..a14) b. require the firm to determine whether it is appropriate to accept the engagement if a potential conflict of interest is identified in accepting an engagement from a new or an existing client. c. if issues have been identified and the firm decides to accept or continue the client relationship or a specific engagement, require the firm to i. consider whether ethical requirements that exist under Interpretation No. 102-2, "Conflicts of Interest," under Rule 102, Integrity and Objectivity (ET sec. 102 par..03), apply, such as disclosure of the relationship to the client and other appropriate parties, and ii. document how the issues were resolved..29 To minimize the risk of misunderstandings regarding the nature, scope, and limitations of the services to be performed, the firm should establish QC 10.29
3268 Quality Control policies and procedures that provide for obtaining an understanding with the client regarding those services. (Ref: par..a15).30 The firm should establish policies and procedures on continuing an engagement and the client relationship that address the circumstances when the firm obtains information that would have caused it to decline the engagement had that information been available earlier. Such policies and procedures should include consideration of the following: a. The professional and legal responsibilities that apply to the circumstances, including whether there is a requirement for the firm to report to regulatory authorities b. The possibility of withdrawing from the engagement or from both the engagement and the client relationship (Ref: par..a16) Human Resources.31 The firm should establish policies and procedures designed to provide it with reasonable assurance that it has sufficient personnel with the competence, capabilities, and commitment to ethical principles necessary to a. perform engagements in accordance with professional standards and applicable legal and regulatory requirements and b. enable the firm to issue reports that are appropriate in the circumstances. (Ref: par..a17.a24).32 The firm's policies and procedures should provide that personnel selected for advancement have the qualifications necessary for fulfillment of the responsibilities that they will be called on to assume. Assignment of Engagement Teams.33 The firm should assign responsibility for each engagement to an engagement partner and should establish policies and procedures requiring that a. the identity and role of the engagement partner are communicated to management and those charged with governance; b. the engagement partner has the appropriate competence, capabilities, and authority to perform the role; and (Ref: par..a25.a30) c. the responsibilities of the engagement partner are clearly defined and communicated to that individual..34 The firm should establish policies and procedures to assign appropriate personnel with the necessary competence and capabilities to a. perform engagements in accordance with professional standards and applicable legal and regulatory requirements and b. enable the firm to issue reports that are appropriate in the circumstances. (Ref: par..a31) Engagement Performance.35 The firm should establish policies and procedures designed to provide it with reasonable assurance that engagements are performed in accordance with professional standards and applicable legal and regulatory requirements and that the firm issues reports that are appropriate in the circumstances. Such policies and procedures should include the following: a. Matters relevant to promoting consistency in the quality of engagement performance (Ref: par..a32.a33) QC 10.30
A Firm s System of Quality Control 3269 b. Supervision responsibilities (Ref: par..a34) c. Review responsibilities (Ref: par..a35).36 The firm's review responsibility policies and procedures should be determined on the basis that suitably experienced engagement team members, which may include the engagement partner, review work performed by other engagement team members. Consultation.37 The firm should establish policies and procedures designed to provide it with reasonable assurance that a. appropriate consultation takes place on difficult or contentious issues; b. sufficient resources are available to enable appropriate consultation to take place; c. the nature and scope of such consultations are documented and are agreed upon by both the individual seeking consultation and the individual consulted; and d. the conclusions resulting from consultations are documented, understood by both the individual seeking consultation and the individual consulted, and implemented. (Ref: par..a36.a40) Engagement Quality Control Review.38 The firm should establish criteria against which all engagements covered by this section should be evaluated to determine whether an engagement quality control review should be performed. (Ref: par..a41).39 The firm's policies and procedures should require that if an engagement meets the criteria established, an engagement quality control review should be performed for that engagement..40 The firm should establish policies and procedures setting out the nature, timing, and extent of an engagement quality control review. Such policies and procedures should require that the engagement quality control review be completed before the report is released. (Ref: par..a42.a44).41 The firm should establish policies and procedures to require the engagement quality control review to include a. discussion of significant findings and issues with the engagement partner; b. reading the financial statements or other subject matter information and the proposed report; c. review of selected engagement documentation relating to significant judgments that the engagement team made and the related conclusions it reached; and d. evaluation of the conclusions reached in formulating the report and consideration of whether the proposed report is appropriate. (Ref: par..a45.a47) Criteria for the Eligibility of Engagement Quality Control Reviewers.42 The firm should establish policies and procedures to address the appointment of engagement quality control reviewers and to establish their eligibility through a. the technical qualifications required to perform the role, including the necessary experience and authority, and (Ref: par..a48) QC 10.42
3270 Quality Control b. the degree to which an engagement quality control reviewer can be consulted on the engagement without compromising the reviewer's objectivity. (Ref: par..a49).43 The firm should establish policies and procedures designed to maintain the objectivity of the engagement quality control reviewer. Such policies and procedures should provide that although the engagement quality control reviewer is not a member of the engagement team, the engagement quality control reviewer should satisfy the independence requirements relating to the engagements reviewed. Accordingly, such policies and procedures should provide that the engagement quality control reviewer a. when practicable, is not selected by the engagement partner. b. does not otherwise participate in the performance of the engagement during the period of review. c. does not make decisions for the engagement team. d. is not subject to other considerations that would threaten the reviewer's objectivity..44 The firm's policies and procedures should provide for the replacement of the engagement quality control reviewer when the reviewer's ability to perform an objective review is likely to have been impaired. (Ref: par..a50) Documentation of the Engagement Quality Control Review.45 The firm should establish policies and procedures on documentation of the engagement quality control review, which require documentation that a. the procedures required by the firm's policies on engagement quality control review have been performed; b. the engagement quality control review has been completed before the report is released; and c. the reviewer is not aware of any unresolved matters that would cause the reviewer to believe that the significant judgments that the engagement team made and the conclusions it reached were not appropriate. Differences of Opinion.46 The firm should establish policies and procedures for addressing and resolving differences of opinion within the engagement team; with those consulted; and, when applicable, between the engagement partner and the engagement quality control reviewer. (Ref: par..a51.a52).47 Such policies and procedures should enable a member of the engagement team to document that member's disagreement with the conclusions reached after appropriate consultation..48 Such policies and procedures should require the following: a. Conclusions reached be documented and implemented b. The report not be released until the matter is resolved Engagement Documentation Completion of the Assembly of Final Engagement Files.49 The firm should establish policies and procedures for engagement teams to complete the assembly of final engagement files on a timely basis after the engagement reports have been released. (Ref: par..a53.a54) QC 10.43
A Firm s System of Quality Control 3271 Confidentiality, Safe Custody, Integrity, Accessibility, and Retrievability of Engagement Documentation.50 The firm should establish policies and procedures designed to maintain the confidentiality, safe custody, integrity, accessibility, and retrievability of engagement documentation. (Ref: par..a55.a58) Retention of Engagement Documentation.51 The firm should establish policies and procedures for the retention of engagement documentation for a period sufficient to meet the needs of the firm, professional standards, laws, and regulations. (Ref: par..a59.a62) Monitoring Monitoring the Firm s Quality Control Policies and Procedures.52 The firm should establish a monitoring process designed to provide it with reasonable assurance that the policies and procedures relating to the system of quality control are relevant, adequate, and operating effectively. This process should a. include an ongoing consideration and evaluation of the firm's system of quality control, including inspection or a periodic review of engagement documentation, reports, and clients' financial statements for a selection of completed engagements; b. require responsibility for the monitoring process to be assigned to a partner or partners or other persons with sufficient and appropriate experience and authority in the firm to assume that responsibility; and c. assign the performance of monitoring the firm's system of quality control to qualified individuals. (Ref: par..a63.a73) Evaluating, Communicating, and Remedying Identified Deficiencies.53 Any system of quality control has inherent limitations that can reduce its effectiveness. Deficiencies in individual engagements covered by this section do not, in and of themselves, indicate that the firm's system of quality control is insufficient to provide it with reasonable assurance that its personnel comply with applicable professional standards..54 The firm should evaluate the effect of deficiencies noted as a result of the monitoring process and determine whether they are either a. instances that do not necessarily indicate that the firm's system of quality control is insufficient to provide it with reasonable assurance that it complies with professional standards and applicable legal and regulatory requirements and that the reports issued by the firm are appropriate in the circumstances or b. systemic, repetitive, or other significant deficiencies that require prompt corrective action..55 The firm should communicate to relevant engagement partners, and other appropriate personnel, deficiencies noted as a result of the monitoring process and recommendations for appropriate remedial action. (Ref: par..a74).56 Recommendations for appropriate remedial actions for deficiencies noted should include one or more of the following: a. Taking appropriate remedial action in relation to an individual engagement or member of personnel QC 10.56
3272 Quality Control b. The communication of the findings to those responsible for training and professional development c. Changes to the quality control policies and procedures d. Disciplinary action against those who fail to comply with the policies and procedures of the firm, especially those who do so repeatedly.57 The firm should establish policies and procedures to address cases when the results of the monitoring procedures indicate that a report may be inappropriate or that procedures were omitted during the performance of the engagement. Such policies and procedures should require the firm to a. determine what further action is appropriate to comply with relevant professional standards and legal and regulatory requirements and b. consider whether to obtain legal advice..58 The firm should communicate, at least annually, the results of the monitoring of its system of quality control to engagement partners and other appropriate individuals within the firm, including the firm's leadership. This communication should be sufficient to enable the firm and these individuals to take prompt and appropriate action, when necessary, in accordance with their defined roles and responsibilities to provide a basis for them to rely on the firm's system of quality control. Information communicated should include the following: a. A description of the monitoring procedures performed b. The conclusions drawn from the monitoring procedures c. When relevant, a description of systemic, repetitive, or other significant deficiencies and of the actions taken to resolve or amend those deficiencies.59 Some firms operate as part of a network and, for consistency, may implement some of their monitoring procedures on a network basis. When firms within a network operate under common monitoring policies and procedures designed to comply with this section, and these firms place reliance on such a monitoring system, the firm's policies and procedures should require that a. at least annually, the network communicate the overall scope, extent, and results of the monitoring process to appropriate individuals within the network firms and b. the network communicate promptly any identified deficiencies in the quality control system to appropriate individuals within the relevant network firm or firms so that the necessary action can be taken in order that engagement partners in the network firms can rely on the results of the monitoring process implemented within the network, unless the firms or the network advise otherwise. Complaints and Allegations.60 The firm should establish policies and procedures designed to provide it with reasonable assurance that it deals appropriately with a. complaints and allegations that the work performed by the firm fails to comply with professional standards and applicable legal and regulatory requirements and b. allegations of noncompliance with the firm's system of quality control. QC 10.57
A Firm s System of Quality Control 3273 As part of this process, the firm should establish clearly defined channels for firm personnel to raise any concerns in a manner that enables them to come forward without fear of reprisals. (Ref: par..a75).61 If, during the investigations into complaints and allegations, deficiencies in the design or operation of the firm's quality control policies and procedures, or instances of noncompliance with the firm's system of quality control by an individual or individuals are identified, the firm should take appropriate actions, as set out in paragraph.56. (Ref: par..a76.a77) Documentation of the System of Quality Control.62 The firm should establish policies and procedures requiring appropriate documentation to provide evidence of the operation of each element of its system of quality control. (Ref: par..a78.a80).63 The firm should establish policies and procedures that require retention of documentation for a period of time sufficient to permit those performing monitoring procedures and peer review of the firm to evaluate the firm's compliance with its system of quality control or for a longer period if required by law or regulation. 2.64 The firm should establish policies and procedures requiring documentation of complaints and allegations described in paragraph.60 and the responses to them. Application and Other Explanatory Material Applying and Complying With Relevant Requirements Considerations Specific to Smaller Firms (Ref: par..15).a1 This section does not call for compliance with requirements that are not relevant (for example, in the circumstances of a sole practitioner with no staff). Requirements in this section, such as those for policies and procedures for the assignment of appropriate personnel to the engagement team (see paragraph.34), for review responsibilities (see paragraph.36), and for the annual communication of the results of monitoring to engagement partners within the firm (see paragraph.58) are not relevant in the absence of staff. Elements of a System of Quality Control (Ref: par..18).a2 In general, communication of quality control policies and procedures to firm personnel includes a description of the quality control policies and procedures and the objectives they are designed to achieve and the message that each individual has a personal responsibility for quality and is expected to comply with these policies and procedures. By encouraging firm personnel to communicate their views or concerns on quality control matters, the firm recognizes the importance of obtaining feedback on the firm's system of quality control. Although communication is enhanced if it is in writing, the communication of quality control policies and procedures is not required to be in writing. 2 PR section 100, Standards for Performing and Reporting on Peer Reviews, is applicable to firms enrolled in the AICPA Peer Review Program. QC 10.A2
3274 Quality Control Considerations Specific to Smaller Firms.A3 Documentation and communication of policies and procedures for smaller firms may be less formal and extensive than for larger firms. Leadership Responsibilities for Quality Within the Firm Promoting an Internal Culture of Quality (Ref: par..19).a4 The firm's leadership, and the examples it sets, significantly influences the internal culture of the firm. The promotion of a quality-oriented internal culture depends on clear, consistent, and frequent actions and messages from all levels of the firm's management that emphasize the firm's quality control policies and procedures and the requirement to a. perform work that complies with professional standards and applicable legal and regulatory requirements. b. issue reports that are appropriate in the circumstances. Such actions and messages encourage a culture that recognizes and rewards quality work. These actions and messages may be communicated by, but are not limited to, training seminars, meetings, formal or informal dialogue, mission statements, newsletters, or briefing memoranda. They may be incorporated in partner and staff appraisal procedures and the firm's internal documentation and training materials, such that they will support and reinforce the firm's view on the importance of quality and how, practically, it is to be achieved..a5 Of particular importance in promoting an internal culture based on quality is the need for the firm's leadership to recognize that the firm's business strategy is subject to the overarching requirement for the firm to achieve the objectives of the system of quality control in all the engagements that the firm performs. Promoting such an internal culture includes the following: a. Establishment of policies and procedures that address performance evaluation, compensation, and advancement (including incentive systems) with regard to its personnel in order to demonstrate the firm's overarching commitment to quality b. Assignment of management responsibilities so that commercial considerations do not override the quality of the work performed c. Provision of sufficient and appropriate resources for the development, documentation, and support of its quality control policies and procedures Assigning Operational Responsibility for the Firm s System of Quality Control (Ref: par..20).a6 Sufficient and appropriate experience and ability enables the person or persons responsible for the firm's system of quality control to identify and understand quality control issues and to develop appropriate policies and procedures. Necessary authority enables the person or persons to implement those policies and procedures. Relevant Ethical Requirements Compliance With Relevant Ethical Requirements (Ref: par..21).a7 The AICPA Code of Professional Conduct establishes the fundamental principles of professional ethics, which include the following: QC 10.A3
A Firm s System of Quality Control 3275 Responsibilities The public interest Integrity Objectivity and independence Due care Scope and nature of services.a8 Independence requirements are set forth in Rule 101 and its related interpretations and rulings of the AICPA Code of Professional Conduct and the rules of state boards of accountancy and applicable regulatory agencies. Guidance on threats to independence and safeguards to mitigate such threats involving matters that are not explicitly addressed in the Code of Professional Conduct are set forth in ET section 100-1, Conceptual Framework for AICPA Independence Standards..A9 The fundamental principles are reinforced, in particular, by the following: The leadership of the firm Education and training Monitoring A process for dealing with noncompliance Written Confirmation (Ref: par..25).a10 Written confirmation may be in paper or electronic form. By obtaining confirmation and taking appropriate action on information indicating noncompliance, the firm demonstrates the importance that it attaches to independence and keeps the issue current for, and visible to, its personnel. Acceptance and Continuance of Client Relationships and Specific Engagements Competence, Capabilities, and Resources (Ref: par..27a).a11 Consideration of whether the firm has the competence, capabilities, and resources to undertake a new engagement from a new or an existing client involves reviewing the specific requirements of the engagement and the existing partner and staff profiles at all relevant levels, including whether firm personnel have knowledge of relevant industries or subject matters or the ability to effectively gain the necessary knowledge; firm personnel have experience with relevant regulatory or reporting requirements or the ability to effectively gain the necessary competencies; the firm has sufficient personnel with the necessary competence and capabilities; specialists are available, if needed; individuals meeting the criteria and eligibility requirements to perform an engagement quality control review are available, when applicable; and the firm is able to complete the engagement within the reporting deadline. QC 10.A11
3276 Quality Control Integrity of a Client (Ref: par..27c).a12 Matters to consider regarding the integrity of a client include, for example, the following: The identity and business reputation of the client's principal owners, key management, and those charged with governance The nature of the client's operations, including its business practices Information concerning the attitude of the client's principal owners, key management, and those charged with governance toward such matters as internal control or aggressive interpretation of accounting standards Indications of an inappropriate limitation in the scope of the work Indications that the client might be involved in money laundering or other criminal activities The reasons for the proposed appointment of the firm and nonreappointment of the previous firm The extent of knowledge that a firm will have regarding the integrity of a client will generally grow within the context of an ongoing relationship with that client..a13 Sources of information on such matters obtained by the firm may include the following: Communications with existing or previous providers of professional accountancy services to the client, in accordance with relevant ethical requirements, and discussions with other third parties Inquiry of other firm personnel or third parties, such as bankers, legal counsel, and industry peers Background searches of relevant databases Continuance of a Client Relationship (Ref: par..28a).a14 Deciding whether to continue a client relationship includes consideration of significant issues that have arisen during the current or previous engagements and their implications for continuing the relationship. For example, a client may have started to expand its business operations into an area where the firm does not possess, and cannot obtain, the necessary expertise. Obtaining an Understanding With the Client (Ref: par..29).a15 Professional standards applicable to the engagement may contain requirements for obtaining a written understanding with the client. Withdrawal (Ref: par..30).a16 Policies and procedures on withdrawal from an engagement or from both the engagement and the client relationship may address issues that include the following: Discussing with the appropriate level of the client's management and those charged with governance the appropriate action that the firm might take based on the relevant facts and circumstances If the firm determines that it is appropriate to withdraw, discussing with the appropriate level of the client's management and QC 10.A12
A Firm s System of Quality Control 3277 those charged with governance withdrawal from the engagement or from both the engagement and the client relationship and the reasons for the withdrawal Considering whether there is a professional, legal, or regulatory requirement for the firm to remain in place or for the firm to report the withdrawal from the engagement or from both the engagement and the client relationship, together with the reasons for the withdrawal, to regulatory authorities Documenting significant matters, consultations, conclusions, and the basis for the conclusions Human Resources (Ref: par..31).a17 Personnel issues relevant to the firm's policies and procedures related to human resources include, for example, the following: Recruitment and hiring, if applicable Performance evaluation, compensation, and advancement Determining competencies and capabilities, including time to perform assignments Professional development The estimation of personnel needs Effective recruitment processes and procedures help the firm select individuals of integrity who have the capacity to develop the competence and capabilities necessary to perform the firm's work and possess the appropriate characteristics to enable them to perform competently. Examples of such characteristics may include meeting minimum academic requirements established by the firm, maturity, integrity, and leadership traits..a18 Competencies and capabilities are the knowledge, skills, and abilities that qualify personnel to perform an engagement covered by this section. Competencies and capabilities are not measured by periods of time because such a quantitative measurement may not accurately reflect the kinds of experiences gained by personnel in any given time period. Accordingly, for purposes of this section, a measure of overall competency is qualitative rather than quantitative..a19 Competence can be developed through a variety of methods; these methods include, for example, the following: Professional education Continuing professional development, including training Work experience Mentoring by more experienced staff, such as other members of the engagement team Independence education for personnel who are required to be independent.a20 The continuing competence of the firm's personnel depends, to a significant extent, on an appropriate level of continuing professional development so that personnel maintain their knowledge and capabilities. Effective policies and procedures emphasize the need for all levels of firm personnel to participate in general and industry-specific continuing professional education (CPE) and QC 10.A20
3278 Quality Control other professional development activities that enable them to fulfill responsibilities assigned and to satisfy applicable CPE requirements of the AICPA and regulatory agencies. Effective policies and procedures also place importance on passing the Uniform CPA Examination. The firm may provide the necessary training resources and assistance to enable personnel to develop and maintain the required competence and capabilities..a21 The firm may use a suitably qualified external person, for example, when internal technical and training resources are unavailable..a22 Effective performance evaluation, compensation, and advancement procedures give due recognition and reward to the development and maintenance of competence and commitment to ethical principles. Steps that a firm may take in developing and maintaining competence and commitment to ethical principles include the following: Making personnel aware of the firm's expectations regarding performance and ethical principles Providing personnel with an evaluation of, and counseling on, performance, progress, and career development Helping personnel understand that their compensation and advancement to positions of greater responsibility depend upon, among other things, performance quality and adherence to ethical principles and that failure to comply with the firm's policies and procedures may result in disciplinary action. Considerations Specific to Smaller Firms.A23 The size and circumstances of the firm are important considerations in determining the structure of the firm's performance evaluation process. Smaller firms, in particular, may employ less formal methods of evaluating the performance of their personnel. The Relationship of the Competency Requirement of the Uniform Accountancy Act to the Human Resource Element of Quality Control.A24 CPAs are required to follow the accountancy laws of the individual licensing jurisdictions in the United States that govern the practice of public accounting. These jurisdictions may have adopted, in whole or in part, the Uniform Accountancy Act (UAA), which is a model legislative statute, including related administrative rules, designed by the AICPA and the National Association of State Boards of Accountancy to provide a uniform approach to the regulation of the accounting profession. The UAA provides that "[a]ny individual licensee... who is responsible for supervising attest or compilation services and signs or authorizes someone to sign the accountant's report on the financial statements on behalf of the firm, shall meet the competency requirements set out in the professional standards for such services." A firm's compliance with this section is intended to enable a practitioner who performs accounting and auditing services on the firm's behalf to meet the competency requirement referred to in the UAA. Assignment of Engagement Teams Engagement Partners (Ref: par..33).a25 In most cases, an engagement partner will have gained the necessary competencies through relevant and appropriate experience in engagements covered by this section. In some cases, however, an engagement partner may have QC 10.A21